【正文】 169。 1 Knowledge management in a global knowledgebased firm Dr. Robin Teigland Stockholm School of Economics September 2022 169。 2 Growth Time Output of information and knowledge Human absorptive capacity A world of increasing knowledge flows…. Cohen, WM och Levinthal, D A, Absorptive Capacity: A new Perspective on Learning and Innovation, Working paper, Carnegie Mellon University and University of Pennsylvania, October 1989 169。 3 …that is increasingly connected. Nodes are individuals and colors represent anizations Casper amp。 Murray 2022 169。 4 What is globalization? The extent to which works of individuals and anizations, markets, and technologies are interconnected across geographic and cultural boundaries – Beech and Chadwick 2022, Friedman 2022 169。 5 What is your pany’s global strategy? 169。 6 From a multidomestic pany to a successful global firm Multidomestic Global Sub7 HQ Sub10 Sub9 Sub8 Sub13 Sub11 Sub3 Sub5 Sub4 Sub1 Sub2 Sub6 Sub14 Sub14 169。 7 Global strategy Aligning operations increases success Competence Management Motivation Management 169。 8 ? Profitable growth through higher efficiency and innovation – Preventing the waste of valuable resources avoid reinventing the wheel – Ensuring the use of leadingedge technology and thinking across the firm – Increasing customer satisfaction through shorter leadtimes and consistent behavior – Creating a petitive cost structure – Facilitating breakthrough and incremental innovations through bination of technologies and ideas from across and outside the firm ? An attractive workplace that encourages crossfunctional cooperation across the globe – Attracting and retaining key individuals What are the benefits of knowledge management? 169。 9 What is knowledge? 169。 10 From tacit to articulate knowledge “We know more than we can tell.” Michael Polanyi, 1966 Tacit Articulated High Low MANUAL How to play soccer Codifiability 169。 11 The majority of a pany’s valuable knowledge is tacit and resists being articulated The knowledge management challenge 169。 12 An anization’s structures, systems, and practices that facilitate.. …with the goal of enhancing the anization’s petitiveness What is knowledge management? Creating knowledge Embedding knowledge Disseminating knowledge Organizing knowledge C KM 169。 13 ? Who does your pany target as customers? ? What products or services does your pany offer these targeted customers? ? How does your pany do this efficiently? KM must be aligned with strategy Global strategy KM What knowledge supports this strategy? ?Do we have this knowledge? (Create) ?How should we anize this knowledge? (Organize) ?Who needs this knowledge, when, and how? (Disseminate) ?How do we ensure we get value from this knowledge? (Embed) 169。 14 Information technology for KM 1) Stocks of knowledge: Database and database management systems to collect and hold information 2) Flows of knowledge: Communication channels to connect individuals independent of location IT is an enabler! 169。 15 Challenges to knowledge databases ? Time consuming and difficult – Takes times for writer to document experiences – Takes time for reader to search through databases, information overload – Often weak incentives to contribute golden nuggets ? Difficult to understand – Difficult for writer to explain context, tacit explicit – Difficult for reader to interpret experience and use in own situation ? Data bees outofdate very quickly – Difficult to maintain, especially in fast moving industries 169。 16 Avoid creating information junkyards Building knowledge repositories 169。 17 ? Physical layout ? Appropriate KM functions and units ? Crossfunctional and crosslocation teams ? Centers of excellence – Institutionalized, recognized areas of expertise ? Socialization measures – Job rotation, crossoffice training programs, etc. Organizational structure for KM 169。 18 Physical layout An anization’s office layout reflects a pany’s knowledge flows 169。 19 Creating centers of excellence COE HQ 169。 20 San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Improving knowledge transfer through job rotation Rotated from Stockholm 169。 21 Where do individuals go for help in solving problems? Colocated colleagues Intra Nonelectronic documents Internal electronic works Contacts in other offices External electronic works Inter Nonelectronic documents Other contacts 169。 22 Knowledge working through munities of practice Connecting people so that they collaborate, share ideas, and create knowledge 169。 23 One of the things that we’re struggling with is moving towards a more consistent way of doing business around the world. I think the knowledge munities are a vehicle to speed up that process. – President, Montgomery Watson Harza Americas 169。 24 What are munities of practice? ? Groups of people who e together to share and to learn from one another facetoface and/or virtually. ? They are held together by a mon interest in a body of knowledge and are driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices. ? Members deepen their knowledge by interacting on an ongoing basis. ? This interaction leads to continuous learning and innovation 169。 25 CPs are not teams or personal works Obligation Job requirement Value Commitment Friendship Glue Planned Actively discovered Serendipitously discovered Value Creation Organize tasks Meetings Informal munications Oneonone Activity Assigned Defined boundar